Vice President, Technical Operations Health Catalyst
John is the Vice President of Technical Operations for Health Catalyst. John was one of the early member of the Health Catalyst technical team, joining in September 2011 as a senior data architect, and has supported numerous data warehousing and analytics projects at various health systems. Prior to Catalyst, he worked for Intermountain Healthcare and for ARUP Laboratories as a data architect. John has a Master of Science degree in biomedical informatics from the University of Utah, School of Medicine.
Vice President Customer Success Health Catalyst
Leslie Hough Falk is a Vice President of Customer Success, focused on helping health systems achieve and communicate their ROI outcomes. Leslie joined Health Catalyst in September, 2012, as Vice President, Executive Engagement. She has worked as both an Executive Engagement Manager and in various marketing roles. Leslie is a Registered Nurse. Prior to joining Health Catalyst, Leslie worked for Hewlett-Packard in sales, support, and marketing roles. She also worked for Kaiser Permanente as their first Biomedical Engineer in the Northern Region and helped launch the first Pediatric ICU in the state of Nevada. Leslie holds a Masters in Business Administration, Masters in Community Counseling, and a Bachelor of Science Degree in Engineering. Leslie has also earned certifications as a Project Management Professional (PMP), Green Belt Lean, and Information Privacy Professional (CIPP, CIPP/IT)
Vice President, Financial Engagement Health Catalyst
Bobbi Brown is Vice President of Financial Engagement for Health Catalyst. Ms. Brown started her healthcare career at Intermountain Healthcare supporting clinical integration efforts before moving to Sutter Health and, later, Kaiser Permanente, where she served as Vice President of Financial Planning and Performance. Ms. Brown holds an MBA from the Thunderbird School of Global Management as well as a BA in Spanish and Education from Misericordia University. She regularly writes and teaches on finance-related healthcare topics.
Health City Director, Director of Thompson Development Ltd
Gene Thompson is a third generation Caymanian of a family of entrepreneurs and is a Director of Thompson Development Ltd, one of the premier development companies in the Cayman Islands. His family is considered pioneers in property development and many other business ventures. Thompson Development has varied business enterprises including Commercial Development, Resort Development, Tourism, Real Estate, and Retail. Although these business interests are varied, the Thompson family's stellar reputation in business began in development. Gene has been involved and/or led various types of development projects, including commercial centres, residential projects, resort developments and is now the Project Director for Health City Cayman Islands. The governing principle for Gene and his family has always been integrity and service to the customer. Gene operates several companies all with different characteristics and deliverables but he has maintained this principal as the common thread. He attributes the success of all his businesses to this fundamental approach. Gene Thompson is a founding member of the Cayman Island Real estate Brokers Association, a founding member and director of the Association for the Advance of Cruise Tourism, director of the Cayman Island Investment Council, a past director of the National Trust, and a past Chairman of the Board of Heaven 97.
Chief Executive Officer, Director of Medical Services Health City, Cayman Islands
Dr. Chandy Abraham is the Facility Director and Head of Medical Services for Health City, Cayman Islands. He has had extensive experience of working in both clinical as well as academic settings in India and the United Kingdom. In addition, he has held many senior administrative positions throughout his career. Dr. Chandy completed his undergraduate medical and postgraduate studies in General Surgery from the prestigious Christian Medical College, Vellore. He was subsequently appointed as the Director of the Redfern Memorial Hospital in South India where he honed his skills as a surgeon and hospital administrator. He then joined the Bangalore Baptist Hospital (BBH) where he was appointed the Head of Department of Surgery, Chief of Medical Staff and later rose to become the Deputy Director of the Institution. While in the U.K., he worked at the Sheffield Teaching Hospitals in England and developed his surgical work in complex colorectal surgery. During this period, he obtained his membership to the Royal College of Surgeons in the U.K. He has held several academic positions and was appointed Professor of Surgery in the Malaysian Science University Medical School based at Bangalore. Dr. Chandy has had experience as a teacher at the postgraduate level and has trained many doctors in General Surgery towards achieving the Diplomat of the National Board (DNB) in Surgery. He has also been a thesis guide to many students of general surgery. Dr. Chandy’s last appointment was as the Facility Director of the Narayana Hrudayalaya, the flagship hospital of the Narayana Health group of Hospitals, and Group Head for Quality for the Narayana Health Group. At the national level in India, Dr. Chandy is a “lead surveyor” for the “National Accreditation Board for Hospitals and Healthcare organisations,” the Indian accreditation agency which works towards ensuring the level of quality in the healthcare sector. He is a member of the technical committee of this Board which helps with setting standards and implementing accreditation in healthcare across the nation. However Dr. Chandy’s special area of interest has been in “lean management in healthcare”. He holds certification in lean management from the Cardiff University. He has implemented many projects in healthcare which have demonstrated the importance of developing processes that are streamlined and which optimise resource utilisation—thereby leading to cost effective services that are of high quality. Dr. Chandy intends to implement the “Health City” vision, to provide ethical, high quality specialist medical services in a caring environment which is easily accessible to the people of the Cayman Islands, the Caribbean and beyond.
Vice President, Data and Analytics Stanford Health Care
Mr. Vetteth joined Stanford Health Care in March 2011, and is currently the Vice President, Healthcare Data and Analytics. His responsibilities include driving enterprise clinical and business improvement efforts through data analytics and reporting, establishing and maintaining the enterprise data governance processes, and developing the interaction model for back-end data source (enterprise data warehouse). Prior to joining Stanford, Mr. Vetteth was a Partner at Accenture and led the Healthcare IT Strategy practice in the US. His clients included both healthcare providers and payers with whom he partnered to develop and implement IT and Analytics enabled business strategies. Prior to Accenture, Yohan held leadership positions at multiple entrepreneurial ventures that included Jamcracker and vCIO. At Jamcracker, Yohan was part of the initial senior executive team that launched one of the pioneering cloud computing platforms that integrated early stage SaaS offerings. He was also a member of the high tech strategy practice of Arthur D. Little where he helped leading high tech companies formulate their ebusiness and application strategies. Yohan holds a Masters of Business Administration from University of San Francisco where he was both a McLaren Fellow and a member of the Beta Gamma Sigma Honor Society. He also earned a Bachelor of Science (Physics) from Loyola College in Madras, India.
Vice President, Associate CIO Information Technology Mission Health
Jon is responsible for the strategy and organizational development for key components of the I.T. Division of Mission Health, including clinical and business systems portfolios, regional hospitals, and physician practices. Previous to his time at Mission, Jon was the director of IT Security at Wake Forest University Baptist Medical Center, where he was responsible for their Information Security program, including policy development, best practices, and regulatory compliance. Jon also served as the president of the board of directors of the NCHICA (North Carolina Health Information and Communication Alliance). During his term, he led and executed an initiative to broaden NCHICA’s role statewide in response to feedback about the lack of enough regional involvement statewide.
CMO, University Healthcare Alliance Associate CMO, Stanford Health Care
Bryan Bohman is Chief Medical Officer for University HealthCare Alliance, Associate Chief Medical Officer at Stanford Health Care and Clinical Associate Professor of Anesthesia and Critical Care at the Stanford School of Medicine. After two decades in community practice of anesthesiology, Bryan served as SHC Chief of Staff from 2008-2011 before taking a position as Associate CMO. He took on the additional role of UHA CMO in 2014. Bryan’s primary areas of interest are: clinical quality and safety; performance improvement in the context of a learning healthcare system; the interrelationships between physician wellness/professional fulfillment and healthcare system performance; and population health management.
President – Health Catalyst
Mr. Brent Dover has been the President of Health Catalyst since February 2013 and is responsible for all sales activities. Previously, Mr. Dover spent nearly 14 years at Medicity in various executive leadership positions including most recently as President. While there, he led the business growth that led to an Aetna acquisition in 2011. His experience during those years also includes various executive roles for Park City Solutions which merged with Medicity in 1999. Prior to that, Mr. Dover was Vice President of Sales at Eclipsys and at Sunquest Systems for a combined total of nearly eight years. Mr. Dover started his career at IBM. Spanning his career, Mr. Dover has been a strategic innovator driving solutions for healthcare organizations that were seeking operational and clinical efficiencies using cutting edge information technology. Mr. Dover graduated with a BS in Systems Engineering from the University of Arizona.
President and Chief Clinical Officer, Allina Health
Penny Wheeler, M.D. is president and chief clinical officer (CCO) of Allina Health, one of the nation’s leading health systems. The organization is made up of 12 hospitals, 90+ clinics, 24,000+ employees and several related health care service companies including home health, hospice, transportation, medical equipment, and retail pharmacy. Dr. Wheeler leads the organization's quality and value agenda through alignment of clinical and operational leadership to optimally benefit those served by Allina Health. A board-certified obstetrician/gynecologist, Dr. Wheeler has served patients at Women's Health Consultants in Minneapolis. She has served as president of Abbott Northwestern Hospital's medical staff, Chair of the Allina Quality Committee, and served on the Allina Board of Directors before taking her role as Chief Clinical Officer in 2007. In addition to her current role, Dr. Wheeler serves on the boards of Minnesota Community Measurement, a regional health quality collaborative, and on the national board of VHA, an organization dedicated to providing expert support to not-for-profit health care organizations. She has presented nationally on Allina’s approach and success in outcomes-based quality payment models. She was also named the Minnesota Health Care Executive of the year for 2012, largely based on her ability to form internal and external care collaboratives and their impact on community health.
Vice President and Chief Information Officer Memorial Hospital Gulfport
Gene Thomas is Vice President and Chief Information Officer at Memorial Hospital at Gulfport in Gulfport, Mississippi. Gene brings a diverse background of management and technology experience to his role as CIO. Gene has been involved in technology companies including Polaroid, CompuAdd and Micron Electronics, a $ 2.5 billion fortune 500 public traded corporation where he served as an officer and Vice President. With 17 years of professional experience in healthcare from working with LSU School of health in building its advanced technology center to CEO of Avreo, a integrated radiology information systems company, now Best in KLAS 2013: Software & Services, and President of a research and development company focused on proteomics based molecular diagnostic testing. Additionally Gene is a board member of Innosurance, a privately held corporation that developed, patented and sold Driver Safety Rating intellectual property rights to Allstate, now used in their DRIVEWISE® technology. Gene considers his current role as more of a Chief Analytics Officer where accurate real-time data analytics must be utilized for patient management in the community based provider environment. Gene believes that “Treat and release has to change…” and analytics is foundational.
Director, Enterprise Systems Texas Children’s Hospital
Accountable for overseeing IT application and delivery of value added service (VAS) solutions for healthcare organization with $1B+ in annual revenue. Provide top-down executive leadership to top-flight business and IT teams of up to 140 spanning multiple disciplines. Coordinate implementation and support of service desk and IT service management platforms. Liaise with patient safety and quality executives to formulate and implement data management governance strategy and infrastructure. Plan, manage and allocate capital expenditure (CAPEX) and operating expenditure (OPEX) budgets. Forge ongoing partnerships with physicians, clinicians and executives across all departments. Head and participate in various committees across organization. Cultivate relationships and negotiate win-win contracts with strategic enterprise vendors.
Enterprise Quality Program Development Executive, Children’s Hospital of Wisconsin
Dr. Spahr is a specialist in Pediatric Emergency Medicine. After completing his pediatric emergency medicine fellowship at the Medical College of Wisconsin and the Children’s Hospital of Wisconsin, Dr. Spahr joined the staff at the Mayo Clinic. There, he developed his interest and expertise in quality improvement. After four years, he returned to the Medical College and Children’s Hospital as the associate medical director of the emergency department. In this role, Dr. Spahr was one of the clinical leaders in the design and implementation of a new electronic health record (EHR) and continues to lead the optimization of the EHR to improve patient care. He also serves as the Director of Quality for the pediatric emergency department and has also led quality improvement efforts in the emergency department and beyond. Currently, Dr. Spahr is serving as a primary physician leader in the design and development of an enterprise performance management program. The program will include clinical, financial and community improvement priorities as well as the development of robust analytic tools to support the identification variation and waste, as well as the prioritization, improvement work and ongoing monitoring of the interventions. Dr. Spahr has been pivotal in engaging providers in change and adoption of a data driven culture with prioritized improvement areas.
Vice President for Population Health Management, Partners HealthCare
As Vice President for Population Health Management, Dr. Chaguturu provides clinical oversight of population health management clinical programs, assists in management of clinical relationships with payors and governmental entities in risk contracts, oversee the performance of Partners' self-insured health plan, providing health benefits for over 90,000 beneficiaries, and leads the assessment and development of information technology and analytical solutions necessary to support population health programs. He is also currently an Instructor in Internal Medicine at the Harvard Medical School and an attending physician at Massachusetts General Hospital. Prior to his work at Partners, Dr. Chaguturu was also the Vice President of Medical Affairs at Objective Health / McKinsey Hospital Institute working for McKinsey & Company. Objective Health is a specialized group within McKinsey & Company that empowers healthcare providers to improve their performance and results. Founded in early 2009 as McKinsey Hospital Institute, Objective Health combines proprietary, advanced analytics, and hospital-specific tools to help clients quickly identify opportunities and realize sustainable results. As chief physician executive, his work included Development of products that leveraged large scale health care data sets to identify performance improvement opportunities Provided consulting services to senior executives on hospital performance, with specific focus on clinical variation reduction and quality / operational efficiency improvement Overall activities to grow business - e.g. talent recruitment and development, sales and marketing, strategic planning
Chief Clinical Systems Integration Officer, Texas Children's Hospital
Associate Professor of Pediatrics/Section of Emergency Medicine Director, Center for Clinical Effectiveness and Evidence Based Outcomes Center Baylor College of Medicine/Texas Children's Hospital Dr. Macias has had a long-time interest in health services research with a focus in asthma. He has developed a niche in the Emergency Department role in pediatric asthma management. His research interests have also led to publications on the acute use of steroids, the acute use of novel therapies, the role of emergency department (ED) surveillance in pediatric asthma, and the role of educational interventions in pediatric asthma. He conducts statewide surveillance of pediatric emergency department asthma, helping to coordinate the efforts of several governmental and educational organizations. He is on the board of directors of the Asthma Coalition of Texas, has served on its Epidemiology Committee, and has participated in the development of an Asthma Plan for Texas. He is also a member of the Gulf Coast Asthma Coalition. He was the primary investigator of the Texas Emergency Department Asthma Surveillance Project, funded by the American Academy of Asthma Allergy and Immunology as well as the Robert Wood Johnson Foundation, and has continued work in this arena. He serves as the Chairman of the Asthma Center of Excellence at Texas Children’s Hospital. He is also the Director of Evidenced-Based Outcomes Center at Texas Children’s Hospital and is involved in quality improvement research and leads a number of initiatives to evaluate the impact of various guideline development protocols throughout the TCH IDS.
Chief Medical & Chief Medical Information Officer Crystal Run Healthcare
Dr. Gregory A. Spencer is the Chief Medical and Chief Medical Information Officer at Crystal Run Healthcare and the President of Medical Staff at Orange Regional Medical Center (ORMC) . Dr. Spencer graduated from the Medical College of Wisconsin (Marquette University) Medical School and completed his residency in Internal Medicine while in the US Air Force at Wilford Hall USAF Medical Center in San Antonio, TX. Dr. Spencer joined Crystal Run as an internist in 1996 and was appointed to Chief Medical Officer and Chief Clinical Information Officer in 2008. Dr. Spencer is board certified in Internal Medicine and is a Fellow of the American College of Physicians. Prior to joining Crystal Run Healthcare, Dr. Spencer served as Chief Resident, Clinical Director of the largest internal medicine clinic in the US Department of Defense, and Chairman of General Internal Medicine and Assistant Internal Medicine Residency Program Director at Wilford Hall USAF Medical Center. He was Assistant Professor of Medicine and Clerkship Director at the F. Edward Herbert School of Medicine, Uniformed Services University of the Health Sciences in Bethesda, MD. Dr. Spencer has served as the Chairman of the Quality and Clinical Committee of the THINC RHIO, as well as the Chairman of the Quality Committee of the New York e-Health Collaborative. He is currently the Vice President of the Medical Staff at Orange Regional Medical Center in Orange County, New York. Dr. Gregory A. Spencer is married to his wife Dr. Deborah Spencer who is also a physician at Crystal Run Healthcare. Together, they reside in Goshen with their two children Daniel and Jessica. In his free time, Dr. Spencer enjoys travel, cooking and beer brewing as well as tinkering with computers and other pieces of technology.
CEO, Thibodaux Regional Medical Center
Greg Stock earned a Bachelor of Arts degree in 1978 and a Master of Health Care Administration/Public Administration degree from BYU in 1980. After gaining initial exposure with a smaller hospital company, Stock joined HCA in 1981 as a CEO. Over the next nine years, he was CEO of three different HCA hospitals in South Dakota, Missouri, and Oregon. He gained valuable experience leading the financial turnaround of two facilities during that time. Development of new services, recruitment of key physicians, improved productivity and marketshare gains were realized in both for-profit and not-for-profit settings. Stock came to Louisiana in 1990. Over the next seven years, Thibodaux Regional grew rapidly under his direction. Sixty physicians were recruited. A heart by-pass surgery program, a cancer center, a neuro program and other important services were developed. The physical plant was enlarged; revenue tripled; and income rose from $2,000,000 to $16,000,000. Stock was Chief Executive Officer of Thibodaux Regional from 1990-1997. During that time, he brought the medical center to a significantly higher level of performance. Thibodaux Regional experienced significant growth under Stock’s “results-oriented” leadership. The hospital’s census, both inpatient and outpatient, increased for seven years. In 1997, Stock left Thibodaux for two years to lead Northwest Health System, a two-hospital enterprise in Arkansas with nearly 2000 employees. The sale of the system triggered Stock’s return to TRMC. In October 1999, Stock returned to Thibodaux Regional Medical Center. He brings with him valuable professional experiences and important instincts relative to succeeding in today’s often volatile health care industry. His collaborative management style, strong physician relations skills, an easy, outgoing manner, sense of humor and ability to challenge his staff to perform at their very best enable him to continue achieving and earning the loyalty and respect of others who also are committed to excellence.
Chief Clinical Officer – Health Catalyst
Ms. Rimmasch brings over 28 years of experience in bedside care, as well as clinical and operational healthcare management to Health Catalyst. She has spent the last 17 years dedicated to improving clinical care including implementation of operational best practices. Prior to joining Health Catalyst, Ms. Rimmasch was an Assistant Vice President at Intermountain Healthcare responsible for Clinical Services (Pharmacy, Laboratory, Respiratory, Case Management, Rehabilitation Services, Food and Nutrition, Patient and Provider Publications, Clinical Operations for Imaging, Patient Flow, Pain Services, Continuum of Care) and was integral in promoting integration of Clinical Operations across hospitals, ambulatory settings and managed care plans. Prior to her role in Clinical Services, she served as the Clinical Operations Director and Vice-Chair of Intermountain's Cardiovascular and Intensive Medicine Clinical Programs. She also was the co-founder of and Principal in HMS, Inc., a healthcare consulting firm focusing on assessing, developing strategies and implementing best practices for populations across the continuum of care (physician offices, managed care, hospitals, and long-term care). Ms. Rimmasch holds a Master of Science in Adult Physiology from the University of Utah and a Bachelor of Science in Nursing from Brigham Young University.
Executive Director, The Advisory Board
Jim leads the Health Care IT Suite for The Advisory Board Company. His areas of expertise include business strategic planning and implementation; executive and board communication strategies; IT-enabled accountable care and population health management; IT strategic planning and implementation; IT value assessments; and business intelligence and analytics strategies. Working with the IT Strategy Council, Jim’s career focuses on the intersection of business, IT, and strategy. He serves on national committees and advisory boards for health care organizations and is a frequent speaker on strategic health care and health IT topics, including the future of health care, health information technology, accountable care, and related topics. Prior to joining The Advisory Board Company, Jim was executive director of IBM’s Center for Health Care Management, which focused on global thought leadership for health care. Prior to joining IBM through an acquisition, Jim was a senior leader at Healthlink and Gartner and he has C-suite experience in a multiple industries. He is a frequent speaker on strategic health care and health care IT topics. Jim will lead the session “The Healthcare Analytics Market Overview: A Third-Party Analyst Perspective”
Chief Medical Officer – Health Catalyst
Former Director of the Perinatal Institute, Loma Linda University Children’s Hospital. Former Clinical Leader at Intermountain Healthcare (working with David Burton and Brent James) Dr. Oshiro is currently an Associate Professor at Loma Linda University School of Medicine in Loma Linda, CA and was the clinical leader of the first quality improvement initiative at Utah’s Intermountain Healthcare, in the 1990s. Prior to joining the faculty of Loma Linda University School of Medicine in 2005, Dr. Oshiro was on the faculty of the University of Utah School of Medicine in Salt Lake City, and served as the Medical Director for Women and Newborn Clinical Integration Services for Intermountain Healthcare. Dr. Oshiro obtained his M.D. degree from Loma Linda University, where he also completed his residency in obstetrics and gynecology. He subsequently completed a fellowship at the University of Texas in Houston. Dr. Oshiro is board certified in obstetrics and gynecology and Maternal-Fetal Medicine. He has participated in numerous multi-center trials and has published numerous articles and book chapters in the areas of quality improvement, perinatal infectious diseases and high-risk pregnancy conditions. Dr. Oshiro plans to continue his clinical research at Loma Linda University but will give up his clinical practice and leadership role as director of the Perinatal Institute at the Loma Linda University Children’s Hospital.
Co-Founder and Senior Vice President of Client Operations – Health Catalyst
Mr. Barlow is a co-founder of Health Catalyst. He oversees all technical client operations. Mr. Barlow is a founding member and former chair of the Healthcare Data Warehousing Association. He began his career in healthcare over 22 years ago at Intermountain Healthcare and acted as a member of the team that led Intermountain’s nationally recognized improvements in quality care and reductions in cost. Mr. Barlow holds a BS from the University of Utah in health education and promotion.
Co-Founder and Senior Vice President of Product Development - Health Catalyst
Mr. Burton is a co-founder of Health Catalyst and former President of the company. He brings 14 years of process improvement and IT experience to the company. Mr. Burton was a member of the team that led Intermountain Healthcare’s nationally recognized improvements in quality of care delivery and reductions in cost. He has taught courses in the Advanced Training Program at Intermountain’s Institute for Healthcare Delivery Research. Mr. Burton holds an MBA and a BS in Computer Science from Brigham Young University (BYU).
Chief Executive Officer, Health Catalyst
Dan Burton serves as CEO of Health Catalyst, a healthcare data warehousing and analytics company. He became involved with Health Catalyst when it was a three-person startup. Mr. Burton is also the co-founder of HB Ventures, the first investor in Health Catalyst. Prior to Health Catalyst and HB Ventures, Mr. Burton led the Corporate Strategy Group at Micron Technology (NASDAQ: MU). He also spent eight years with Hewlett-Packard (NYSE: HPQ) in strategy and marketing management roles. Before joining HP he was an associate consultant with the Boston Consulting Group, where he advised healthcare systems and technology companies. Mr. Burton holds an MBA with high distinction from Harvard University, where he was elected a George F. Baker Scholar, and a BS in economics, magna cum laude, from BYU.
Senior Vice President – Health Catalyst
Former CIO – Cayman Islands Former CIO – Northwestern University Prior to his work in the healthcare industry, Dale Sanders worked for 14 years in the military, national intelligence and manufacturing sectors, specializing in analytics and decision support. In addition to his role at Health Catalyst, Dale served as the senior technology advisor and CIO for the National Health System in the Cayman Islands. Previously, he was CIO of Northwestern University Medical Center and regional director of Medical Informatics at Intermountain, where he served in a number of capacities, including chief architect of Intermountain’s enterprise data warehouse. He is a founder of the Healthcare Data Warehousing Association. He holds Bachelor of Science degrees in Chemistry and Biology from Fort Lewis College and is a graduate of the United States Air Force Information Systems Engineering Program.
Former Chairman and CEO – Health Catalyst, Former Senior Executive – Intermountain Healthcare
Dr. David A. Burton is executive chairman of Health Catalyst, which provides hospitals and health systems with Late-Binding™ data warehousing and healthcare analytics to transform clinical, financial and patient safety outcomes. A former Senior Vice President at Intermountain where he served a variety of executive positions over a period of 26 years, Dr. Burton spent the last 13 years of his career co-developing Intermountain’s clinical process models utilized within the enterprise data warehouse environment. Dr. Burton is the former founding CEO of Intermountain’s managed care plans (known as SelectHealth), which currently provide insurance coverage to approximately 500,000 members.
Founder and Chairman of Leavitt Partners Former Governor of Utah and Secretary of HHS
At heart, Michael O. Leavitt is a forward-thinking entrepreneur and consensus-building collaborator. Most know him best, however, as a popular and seasoned diplomat, gained from his 40-year-plus career at the top of state and federal government as well as the private sector. The Atlantic has described him as "quietly powerful." Others might say Leavitt is a hands-on, common sense leader, traits that appealed so highly to the voters of Utah that they elected him Governor for an almost unprecedented three terms. In 2003, Leavitt was appointed Administrator of the Environmental Protection Agency, and in 2005, he joined the Cabinet as Secretary of Health and Human Services where he administered nearly 25 percent of the entire federal budget and 67,000 employees. As founder and Chairman of Leavitt Partners, he brings leadership and strategic guidance to the health care and food and import safety industries. An experienced, widely respected statesman with a global outlook, Leavitt shares with audiences his deep expertise in multiple intertwined sectors as well as his passion for improving the safety and well-being of America's most vital services and resources in an era of rapid change.
Chairman, Kurzweil Technologies Director of Engineering, Google
Ray Kurzweil is one of the world’s leading inventors, thinkers, and futurists, with a thirty-year track record of accurate predictions. Called “the restless genius” by The Wall Street Journal and “the ultimate thinking machine” by Forbes magazine, Kurzweil was selected as one of the top entrepreneurs by Inc. magazine, which described him as the “rightful heir to Thomas Edison.” PBS selected him as one of the “sixteen revolutionaries who made America.” Kurzweil was the principal inventor of the first CCD flat-bed scanner, the first omni-font optical character recognition, the first print-to-speech reading machine for the blind, the first text-to-speech synthesizer, the first music synthesizer capable of recreating the grand piano and other orchestral instruments, and the first commercially marketed large-vocabulary speech recognition. Among Kurzweil’s many honors, he is the recipient of the National Medal of Technology, was inducted into the National Inventors Hall of Fame, holds twenty honorary Doctorates, and honors from three U.S. presidents. Ray has written five national best-selling books, including New York Times bestsellers The Singularity Is Near (2005) and How To Create A Mind (2012). He is a Director of Engineering at Google heading up a team developing machine intelligence and natural language understanding.
President and Chief Executive Officer, Geisinger Health System
GLENN D. STEELE JR., MD, PHD, is President and Chief Executive Officer of Geisinger Health System, an integrated health services organization in central and northeastern Pennsylvania nationally recognized for its innovative use of the electronic health record and the development and implementation of innovative care models. Dr. Steele previously served as the dean of the Biological Sciences Division and the Pritzker School of Medicine and vice president for medical affairs at the University of Chicago, as well as the Richard T. Crane Professor in the Department of Surgery. Prior to that, he was the William V. McDermott Professor of Surgery at Harvard Medical School, president and chief executive officer of Deaconess Professional Practice Group, Boston, Mass., and chairman of the department of surgery at New England Deaconess Hospital (Boston, Mass.). Dr. Steele is past Chairman of the American Board of Surgery. His investigations have focused on the cell biology of gastrointestinal cancer and pre-cancer and most recently on innovations in healthcare delivery and financing. A prolific writer, he is the author or co-author of more than 483 scientific and professional articles. Dr. Steele received his bachelor’s degree in history and literature from Harvard University and his medical degree from New York University School of Medicine. He completed his internship and residency in surgery at the University of Colorado, where he was also a fellow of the American Cancer Society. He earned his Ph.D. in microbiology at Lund University in Sweden. A member of the Institute of Medicine of the National Academy of Sciences, Dr. Steele serves as a member on the Roundtable on Value and Science-driven Healthcare, was recently appointed to the Committee on the Governance and Financing of Graduate Medical Education and previously served on the Committee on Reviewing Evidence to Identify Highly Effective Clinical Services (HECS). A fellow of the American College of Surgeons, Dr. Steele is a member of the American Surgical Association, the American Society of Clinical Oncology, and past president of the Society of Surgical Oncology. Dr. Steele also serves on the following boards and national committees: Agency for Integrated Care (AIC) Singapore, Bucknell University Board of Trustees, Cepheid Board of Directors, Congressional Budget Office Panel of Health Advisers, and Harvard Medical Faculty Physicians Board at Beth Israel Deaconess Medical Center, Weis Markets Inc., Wellcare Health Plans Inc., xG Health Solutions Board of Directors, Healthcare Innovation Program (HIP) External Advisory Board (Emory University), the Peterson Center on Healthcare Advisory Board, Institute for Healthcare Optimization Advisory Board, Third Rock Ventures Business Advisory Board, the State Health Care Cost Containment Commission, and Healthcare Executives Network. Dr. Steele most recently served as Board Chairman for Premier Inc., former Trustee on the Temple University School of Medicine Board of Visitors. Dr. Steele currently serves as Honorary Chair of the Pennsylvania March of Dimes Prematurity Campaign. Former member on the Commonwealth Fund’s Commission on a High Performance Health System, the National Committee for Quality Assurance’s (NCQA) Committee on Performance Measurement, American Hospital Association (AHA) Board of Trustees, and also served on the Executive Committee, Systems Governing Council, Long-Range Policy, Committee on Research, and the AHA Physician Leadership Forum Advisory Committee. Dr. Steele is the recipient of several awards, including the CEO IT Achievement Award (2006); AHA’s Grassroots Champion Award (2007); 8th Annual (2010) AHA Health Research & Education Trust Award and HFMA Board of Directors’ Award (2011). He has been named consecutive times to Modern Healthcare’s 50.
Chief Experience Officer, Cleveland Clinic
James Merlino, MD, is the Chief Experience Officer, and Associate Chief of Staff of the Cleveland Clinic health system, as well as a practicing staff colorectal surgeon in the Digestive Disease Institute. He is the founder and current president of the Association for Patient Experience. As a member of the Clinic’s executive team, he leads initiatives to improve the patient experience across the Cleveland Clinic Health System. In addition he also leads efforts to improve physician-patient communication, patient access, and referring physician relations. Partnering with key members of the Clinic leadership team, he helps to improve communication with physicians and employees, and to drive employee engagement strategies. Dr. Merlino was named to HealthLeaders magazine’s 2013 list of “20 people who make healthcare better;” he is a recognized world leader in the emerging field of patient experience.
General Manager of the Oakland Athletics
Considered one of the most progressive and talented baseball executives in the game today, Billy Beane has molded the Oakland Athletics into one of professional baseball’s most consistent winners since taking over as General Manager following the 1997 season. Beane shattered traditional MLB beliefs that big payrolls equated wins by implementing a statistical methodology that led the Oakland A’s, one of the worst teams in baseball with one of the lowest payrolls, to six American League West Division Titles. That strategic methodology has come to be known as the “Moneyball” philosophy, named for the bestselling book and Oscar nominated film chronicling Beane’s journey from General Manager to hero to celebrated management genius. Most recently, Beane was named Major League Baseball Executive of the Year for the second time by Baseball America in 2013 (first earned in 2002). Today, Billy Beane’s “Moneyball” philosophy has been adopted by organizations of all sizes, across all industries, as a way to more effectively, efficiently, and profitably manage their assets, talent, and resources. He has helped to shape the way modern businesses view and leverage big data and employ analytics for long-term success.
DAY 1 – MORNING SESSION
Billy Beane explores his innovative, winning approach to management and leadership. He explains how to win against companies that have bigger budgets, more manpower, and higher profiles by utilizing analytics to identify and re-purpose undervalued assets. Beane uses the powerful metaphor of baseball, but his genius lies in his ability to draw striking parallels to almost any industry. Beane’s inspiring tale, a modern day David vs. Goliath, is an unforgettable talk, a brilliant confluence of baseball and business success that teaches what it really takes to succeed “big” with limited resources
DAY 1 – AFTERNOON SESSION
First Series of Breakout Sessions
The Healthcare Analytics Adoption model borrows lessons learned from the HIMSS EMR Adoption Model, and describes an analogous approach for assessing the adoption of analytics in healthcare. This 8-level model provides a framework for evaluating a health organization’s adoption of analytics, a roadmap for organizations to measure success, and a framework for evaluating vendor products. In this session, we will unveil a new, online self-inspection guide that will allow attendees to assess their organization’s analytics maturity and identify very specific areas for improvement. As attendees complete the self-inspection guide, they will also be able to see, in real time, the de-identified comparative data from other organizations. This will be a hands-on working session, so attendees should bring a computing device, preferably a personal computer or tablet, that can support very simple data entry via a web application. At the completion of the session, attendees will have a baseline report on their organization’s analytics maturity, as well as comparative data from other organizations, that they can share with others.
Multiple studies have estimated that at least 30% of US healthcare expenditures are wasteful. But how do you identify and reduce that waste? In this session, we will share with you a three-part framework for understanding, measuring and addressing waste reduction. In particular, we will highlight the importance patient safety and injury prevention, framing the importance of shifting from a system of incident reporting (which creates a culture of blame and guilt) to a system in which patient injury is regarded as a process failure rather than a person failure. To make that transition, health systems will need to 1) define process flows and metrics for each major type of patient injury; and 2) create a learning environment in which team members are engaged in process redesign to prevent process failure and injury. A leading health system in patient safety and quality will also share their best practices in how they have created a culture of patient safety and quality.
Many organizations underestimate the need for organizational shifts and changes required for successful data-driven decision making. In this session, we will explain the three types of ongoing systems that are needed for sustainable analytics improvement and implementation. We will share best practices in how organizations can structure executive teams, clinical integration and guidance teams, and workgroup teams, as well as share examples of successes and setbacks when these principles are implemented or missed. We will also describe key roles and responsibilities and charters, show sample meeting agendas and recommended frequencies, and give you a set of tools that you can leverage for your initiatives.
In this session, a senior market analyst will give an unbiased, third-party overview of the healthcare analytics market including market forces driving change and usage, big data, the role of analytics in population health and ACOs, payer/patient data and analytics, the evolution of costing data, future recommendations, and vendor rankings.
Second Series of Breakout Sessions
Many analysts spend 90% of their time managing rather than analyzing data. How do we enable analysts to do what they were hired to do? In this session, you will learn best practices on helping your analyst focus more on analytics and less on data capture and provisioning, as well as how to create sustainable and meaningful analytics. We will show best practices and common pitfalls to avoid. This will be a fun and interactive session with many hands-on examples and exercises.
Many individuals, teams, and healthcare leaders are catching the vision of the importance of moving to data-driven, systematic healthcare improvement. However some are frustrated with the inability to convey and influence executive leadership to adopt this as a strategic priority. In this session, we will invite two different health systems to share their experiences on how they made the case for analytics and data-driven healthcare to be an executive level initiative.
Getting physician buy-in and engagement is critical to any data-driven quality improvement initiative. This session will share key best practices in getting physician engagement including identifying and empowering physician leaders in key functional teams, compensating for leadership roles, educating and developing a common purpose, triad teamwork approaches, giving quick, easy, and responsive access to the right data to identify problems and make recommendations, and supporting and empowering physician-led recommendations.
This session will be highly interactive, targeted primarily at existing Health Catalyst clients. First, our “three amigos” will introduce the concept of three user groups focused around analytics, deployment, and clinical knowledge assets, and solicit your feedback and input on the best way to collaborate and share best practices. Then we will introduce our new product category offerings, and solicit your interactive input and priorities as a guide to our future product roadmap.
In recent months, health care reform efforts have run into major roadblocks: there were numerous missteps and technical challenges with the health insurance exchange rollout and the federal government postponed the mandate that would have required all businesses with 50 or more employees to provide health insurance until 2015. As midterm elections approach the viability of the Affordable Care Act (ACA) will be challenged as Republicans continue to introduce repeal and replace measures and use the law against their Democrat counterparts. Furthermore, the results of the November elections could have a significant impact on how the law continues to be implemented (if at all). During this session, Gov. Mike Leavitt will discuss the future of the health care system and what Americans can expect to happen in the next 24 months.
DAY 1 – EVENING SESSION
We are now at a pivotal time in health technologies. With the collection of the genome in 2003 and the advent of techniques such as RNA interference that can actually turn off the genes that promote disease and aging, medicine has transformed itself into an information technology. As such, medicine is now subject to the “law of accelerating returns,” meaning that these technologies will be a thousand times more powerful than today in ten years, and a million times more powerful in 20 years. Up until recently, health interventions were hit or miss. We’d find something that seemed to work with only crude models of how they worked. Drug development was called “drug discovery,” basically finding things that worked rather than designing them. Today it is within our grasp to slow the aging process and take full advantage of advances in bio- and nanotechnology that have already begun and will be occurring at an accelerating pace in the years ahead. Ultimately, we will merge with our machines, vastly extending human health and longevity, and greatly increasing our intelligence.
DAY 2 – MORNING SESSION
Quality and cost improvements require the intelligent use of financial and clinical data coupled with education for multi-disciplinary teams who are driving process improvements. Once a data warehouse is established, healthcare organizations need to set up multi-disciplinary clinical, financial, and IT specialist teams to make the best use of the data. Sometimes, financial involvement is minimized or even excluded for a number of reasons that can turn out to be counterproductive. However, including financial measurements and participation up front can help enhance the recognized value and sustainability of quality improvement or waste reduction efforts. the In this session you will learn keys to success and real-life examples of linking clinical, financial and patient satisfaction data via multi-disciplinary teams that produce impressive results.
Unlike few can do, Dr. David Burton has developed an accountable care transformation framework consisting of 6 fundamental building blocks. By acquiring proficiency in each of these six dimensions, healthcare delivery systems can create an asset which can be marketed to various types of governmental and commercial payers, which sponsor health benefit plans and offer shared accountability contracts (i.e. accountable care) into which these population health management sponsors can enter.
The key learning points of session are:
- The six building blocks of accountable care transformation (data analytics infrastructure, provider network, population risk evaluation, quality/safety outcomes, cost outcomes, and at-risk contracting and monitoring)
- The central role patient registries play in success in population health management
- Pragmatic tools and methodologies to help healthcare delivery systems become proficient in each of the dimensions of the framework
Dr. Burton will also share a white paper detailing this framework, share the slides, and offer the opportunity for follow-on sessions for those that wish to get continued insight, collaborate with others, and share challenges or best practices.
DAY 2 – AFTERNOON SESSION
Third Series Of Breakouts
Stanford Health Care (SHC) is recognized as a national leader in delivering the highest levels of care and compassion. They are also national leaders in applying analytics to systematically improve outcomes. Combining a strong governance and council structure with an agile analytics system has enabled them to develop a multifunctional, collaborative, data-driven approach to care improvement. With this foundation in place, these capabilities are quickly growing with more than XX clinical business analytics initiatives spanning clinical and operational areas of focus.
In this session, Bryan Bohman, MD and Yohan Vetteth will share:
- How they use clinical analytics and collaborative care teams to improve population health outcomes and reduce heart failure readmissions rates
- Their council and governance model that allows them to prioritize, monitor, and accelerate the most important areas of focus.
- Their cultural approach to helping teams ask better questions, versus simply providing answers
- Lessons learned—what works and what doesn’t
Getting accurate data does not improve care unless empowered teams are created with knowledge of how to apply the data. This session will focus on best practices in data-driven clinical improvements projects including recruiting the right cross-functional team, initial team training and kickoff, defining and selecting AIM statements, defining the right cohort, fixing data quality, identifying direct interventions, soliciting front line input, measuring baseline metrics, defining and rolling out intervention, and reviewing results and progress. This will be a fun, educational, and hands-on learning session using object lessons, mini-projects, and good/bad examples to demonstrate key principles.
Population Health Management is in its early stages of maturity, suffering from inconsistent definitions and understanding, and is overhyped by vendors and ill-defined by the industry. And yet, many systems are moving forward in innovative pioneering ways to address this growing trend. In this session, you will hear from two very different, successful health systems: a physician-led group and a large integrated delivery system. They will share their best practices, learnings, and different approaches to population health management.
Hospitals and healthcare systems need a systematic approach and tools to demonstrate ROI from their healthcare improvement projects. In this session, we will share a four-step process for demonstrating ROI: 1) define the project and business need, 2) begin to quantify ROI, 3) recruit, train and plan, and 4) evaluate costs, revenue and direct benefits. We will also distribute a Clinical Improvement Financial tool and an Executive Communications tool as a template for estimating, calculating and communicating your ROI results, and share best practices from a leading health system on how they are demonstrating ROI results.
23) There Is A 90% Probability That Your Son is Pregnant: Predicting the Future of Predictive Analytics in Healthcare
Predictive: Relating to or having the effect of predicting an event or result. Analytics: The systematic computational analysis of data or statistics. Together they make up one of the most popular topics in healthcare today. But predictive analytics is a means to an ends, and there is little good in predicting an event or result without a strategy for acting upon that event, when it happens. If, as the Robert Wood Johnson Foundation recently published, 80% of healthcare determinants fall outside of the healthcare delivery system as we traditionally define it, should we focus our predictive analytics on the traditional 20% of traditional healthcare delivery, or broaden our focus to the 80% that includes social and economic factors, physical environment, and lifestyle behaviors? What if our predictive models reveal to us that the highest risk variable to a patient’s length of life and quality of life is their economic status? Can an accountable care organization and patient centered medical home realistically do anything to reduce that risk, in reaction to the predictive model? Given the current availability and type of data in the healthcare ecosystem, and our organizational ability or inability to realistically intervene, where should we focus our predictive and interventional risk management strategies? There is enormous potential value in the application of predictive analytics to healthcare, but, in contrast to predicting the weather, credit risk, consumer purchasing habits, or college dropout rates, the data collection, and social and ethical complexities of applying predictive analytics in healthcare are significantly higher. This session will explore some of the less technical, more human interest and philosophical issues, associated with predictive analytics in healthcare, including the speaker’s experience prior to healthcare, in the US Air Force, National Security Agency, and manufacturing.
Healthcare executives in the US, take note: A disruptive role model for healthcare is knocking on your back door. The Health Services Authority of the Cayman Islands has been operating as an accountable care organization and practicing population health management for the past 14 years. In the spring of 2014, Dr. Devi Shetty of Bangalore, India, in collaboration with business and government leadership of the Cayman Islands, opened the doors to a state-of-the-art hospital on the East End of Grand Cayman Island. This facility, known as Health City Cayman Islands, offers cardiothoracic surgery and other procedures, common to an aging population, at a fraction of the US cost, with better outcomes and higher patient safety. The initial target patient population is the Caribbean and bordering countries. By the spring of 2015, Health City Cayman Islands will actively market its services to US patients, employers, insurers, and the US government. How does a geographically isolated country with a population of 50,000, with no direct taxation, manage to provide affordable, accessible, high quality, and innovative healthcare? Can the Cayman Islands model be replicated in similarly sized communities in the US? The answer is yes, and traditional care delivery systems in the US will either feel inspired— or threatened– by this film documentary and panel discussion.